Search results for "Corporate culture"

showing 10 items of 13 documents

Validation of a Modified Version of the Psychological Capital Questionnaire (PCQ12) in Spain

2018

Background : Previous studies have found some limitations and inconsistencies in the functioning of the short Psychological Capital Questionnaire (PCQ12), suggesting the need to improve it. The objective of the current study is to validate a modified version of the PCQ12 in Spain. Method : The sample consists of 792 employees from 42 Spanish organizations. A cross-validation was carried out to test the factorial validity of the modified scale. Reliability and convergent, discriminant, and criterion validity were also tested.  Results : The modified PCQ12 showed good psychometric qualities. A four-factor structure showed a better fit to the data than the original second-order structure. Conc…

Positive Psychologylcsh:Organizational behaviour change and effectiveness. Corporate culture05 social sciencesApplied psychologylcsh:BF1-990050109 social psychologyContext (language use)Sample (statistics)General MedicineFactorial validityPsychological Capital Questionnaire (PCQ12)Test (assessment)factorial validitylcsh:Psychologylcsh:HD58.7-58.95Capital (economics)Scale (social sciences)0502 economics and businessCriterion validity0501 psychology and cognitive sciencesPsychology050203 business & managementReliability (statistics)Revista Interamericana de Psicología Ocupacional
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Responsabilité Sociale de l'Entreprise et pratiques de Gestion des Ressources Humaines

2006

As far as human resource management practices (HRM) are concerned, how do French companies respond to corporate social responsibility (CSR)? Are they eager to develop practices beyond the existing legal rules? To answer these questions, we present the results of an inquiry involving 106 HR managers who mainly belong to large manufacturing companies. Their statements, collected by questionnaire, are focused on a few "responsible" HRM practices: - Recruiting practices in favour of disabled or non skilled persons - Training practices promoting the access or the return to work - Communication practices encouraging the dialog between the managers and the employees. According to our results, the …

Applied MathematicsGeneral MathematicsJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social ResponsibilityGestion des Ressources Humaines (GRH)Human Resource Management (HRM)Responsabilité Sociales des Entreprises (RSE)[SHS.GESTION]Humanities and Social Sciences/Business administrationJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social ResponsibilityCorporate Social Responsibility (CSR)[ SHS.GESTION ] Humanities and Social Sciences/Business administration[SHS.GESTION] Humanities and Social Sciences/Business administration
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Further examination of the organizational culture scale of artifacts

2009

The construct validity of a 10-item Organizational Culture Scale Focused on Artifacts oriented to measure traditional culture was analyzed under the unidimensionality hypothesis of the scale. Confirmatory factor analysis was conducted to assess the unidimensional structure, which took into account the method effects associated with reverse-worded items. The results based on the data from a sample of 926 subjects, 79.8% male, mean age of 33.4 years (SD = 12.8), working in different types of companies suggested the proposed unidimensional factor structure, with the elimination of two items from the scale. The resulting 8-item scale was reanalyzed, this time with the data of a second split-sam…

AdultMaleScale (ratio)PsychometricsSocial ValuesSample (material)Organizational cultureYoung Adultmeasuring organizational culturecultura tradicionalSurveys and QuestionnairesStatisticstraditional cultureHumanscultura innovadoraGeneral Psychologymeasuring organizational culture; traditional culture; innovation culture; corporate culture; medición de la cultura organizativa; cultura tradicional; cultura innovadora; cultura corporativamedición de la cultura organizativaConstruct validityReproducibility of ResultsMiddle AgedOrganizational CultureConfirmatory factor analysisOrganizational InnovationSplit samplecultura corporativajel:M14Spaininnovation cultureFemalePsychologymeasuring organizational culture; traditional culture; innovation culture; corporate culturecorporate culture
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La responsabilité sociétale des fédérations sportives nationales.

2011

JEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social Responsibilityfédérations sportives nationalesJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social Responsibility[SHS.GESTION]Humanities and Social Sciences/Business administration[ SHS.GESTION ] Humanities and Social Sciences/Business administration[SHS.GESTION] Humanities and Social Sciences/Business administrationrse
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Hvordan skapes rom for «omvendt deltakelse» i bærekraftig lokal samfunnsutvikling – aksjonsforskningens roller og bevegelser

2021

Det er økende oppmerksomhet på potensialer for borgeres engasjement i bærekraftig omstilling og lokaliseringen av FNs bærekraftsmål. Flere forsknings- og policyrapporter etterlyser bedre forståelse for hvordan bærekraft kan «oversettes» og implementeres i lokal planlegging og handling. Bærekraftig samfunnsomstilling krever bedre forståelser for hvordan offentlige/kommunale systemer kan samarbeide med borgerinitiativer – samtidig som de lokale initiativene bevarer selvstendighet og lokal forankring. I denne artikkelen tar vi utgangspunkt i en aksjonsforskningsprosess med borgerinitiativer i Oslo og ByKuben, Oslo kommunes senter for byøkologi. Vi utforsker hvordan det kan skapes rom for delta…

Organizational behaviour change and effectiveness. Corporate cultureParticipationAksjonsforskningGeneral MedicineResearcher roleomvendt deltakelseforskerrollerlokale myndigheterdeltakelsesromForskerrollenBærekraftig omstillingHD58.7-58.95Sustainability transitionborgerinitiativerDeltakelseAction researchVDP::Samfunnsvitenskap: 200::Urbanisme og fysisk planlegging: 230
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Responsabilité sociale des organisations sportives professionnelles.

2011

sport et rseJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social Responsibility[SHS.GESTION]Humanities and Social Sciences/Business administrationJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social Responsibility[SHS.GESTION] Humanities and Social Sciences/Business administrationcsr[ SHS.GESTION ] Humanities and Social Sciences/Business administrationrsemanagement responsable
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L'articulation des usages diagnostique et interactif d'un seul et même système de contrôle de gestion : le cas d'un système d'indicateurs environneme…

2013

With the conceptual framework of control levers of Simons (1995), this article shows how to coordinate diagnostic and interactive uses of the same "management control system" (in this case a system of environmental indicators) for the deployment and the emergence of new strategies. In contrast to the literature, we propose an articulation "in parallel" of levers of control as alternative to sliding levers of control. These results are obtained from a case study in a French wine and spirits subject to large strategic environmental uncertainties.

diagnostic controlJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social ResponsibilityJEL : Q - Agricultural and Natural Resource Economics • Environmental and Ecological Economics/Q.Q5 - Environmental Economicscontrôle interactifJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social ResponsibilityManagement control systemsstratégie verteManagement control systemsdiagnostic controlinteractive controlenvironmental performance indicatorsenvironmental strategySystèmes de contrôle de gestioncontrôle diagnostiquecontrôle interactifindicateurs environnementauxstratégie verteJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M4 - Accounting and Auditing/M.M4.M41 - Accountingenvironmental strategyindicateurs environnementauxenvironmental performance indicatorsJEL: Q - Agricultural and Natural Resource Economics • Environmental and Ecological Economics/Q.Q5 - Environmental EconomicsSystèmes de contrôle de gestioncontrôle diagnostiqueJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M4 - Accounting and Auditing/M.M4.M41 - Accountinginteractive control[SHS.GESTION]Humanities and Social Sciences/Business administration[ SHS.GESTION ] Humanities and Social Sciences/Business administration[SHS.GESTION] Humanities and Social Sciences/Business administration
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Déni du travail et tyrannie des normes

2012

Based on the example of two quality processes deployed at the SNCF in the field of the service encounter, the aim of this article is to explore, from a clinical point of view, organizational mechanisms which encourage the denial of work. The norms of services previously defined contributed to the front office agents' denial of work, essentially because the respect of these norms became an ultimate finality. This situation has induced an "annoyed activity" (CLOT, 2009) among the front office agents, owing to the fact that the norms have been perceived as a hindrance to the accomplishment of a high-grade work. In the two previous practical examples, the reality (of work), the real work (in op…

[SHS.SOCIO]Humanities and Social Sciences/Sociology[SHS.SOCIO] Humanities and Social Sciences/Sociologynorms of servicesJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M12 - Personnel Management • Executives; Executive CompensationJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social ResponsibilityJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social Responsibility[SHS.PSY]Humanities and Social Sciences/Psychology[ SHS.SOCIO ] Humanities and Social Sciences/Sociologyservice encounter.JEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M12 - Personnel Management • Executives; Executive Compensation"real of work"[SHS.PSY] Humanities and Social Sciences/Psychology[ SHS.PSY ] Humanities and Social Sciences/Psychologydéni du travaildenial of work"real of work"norms of servicesservice encounter.déni du travail" réel du travail "normes de servicerelation de service.denial of work" réel du travail "[SHS.GESTION]Humanities and Social Sciences/Business administrationrelation de service.[ SHS.GESTION ] Humanities and Social Sciences/Business administration[SHS.GESTION] Humanities and Social Sciences/Business administrationnormes de service
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Le dialogue avec les parties prenantes dans l’exercice de la RSE : caractéristiques clés pour une prise de parole collective et effective

2021

National audience; Des appels à un changement radicale des modes de production accentuent la responsabilité sociale des entreprises. Cette notion de responsabilité longtemps affiliée à la satisfaction des seuls actionnaires est aujourd’hui tournée vers d’autres acteurs tout aussi exigeants, au-delà des frontières de l’entreprise. La responsabilité sociale de l’entreprise se traduit par une pression omniprésente qui contraint les entreprises à s’adapter. Cette adaptation passe par l’intégration des préoccupations liées à l’environnement, aux questions sociales et sociétales dans la conduite de leurs activités (Gond et ali., 2011 : 121). Elle passe aussi par la prise en compte de l’ensemble d…

StakeholdersEnvironnement externeParties Prenantes (PP)JEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social ResponsibilityDialogue avec les parties prenantes[SHS.GESTION]Humanities and Social Sciences/Business administrationResponsabilité Sociale de l’Entreprise (RSE)Corporate Social Responsibility (CSR)Dialogue[SHS.GESTION] Humanities and Social Sciences/Business administrationCaractéristiques
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Bibendum semper vivat !

2012

International audience

symbole[SHS.INFO]Humanities and Social Sciences/Library and information sciencesmyth[SHS.INFO] Humanities and Social Sciences/Library and information sciencesidentitéworshipsymbolworktravailsacrérituelrite[ SHS.INFO ] Humanities and Social Sciences/Library and information sciencesculture d’entreprisemythecultetotemComputingMilieux_MISCELLANEOUSsacredcorporate culture
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